Managing Your “Fifth Force”Because (Team) Social Context…

…Drives Behaviors, Performance, and RiskFifth Force #1 – Introduction

2

Manage Your Fifth Force to:

Enhance Your Team’s

Performance

Lower Your Team’s Risk

Develop Leaders Simultaneously

As the Fifth Force’s “field” drives

behaviors

The Fundamental Forces

Human’s Fifth ForceMother Nature’s Four

4

# 1 – The Gravity Force

5

1. GravityForce

Strength=1

Mother Nature’s Gravity

Range=∞

We unconsciously adapt to both gravity (and to the Fifth

Force)

6

# 2 –The Weak (Nuclear) Force

7

Mother Nature’s Weak Force

1. GravityForce

Strength=1

Range=∞

2. WeakForce

Strength~1025

Range~10–17M

You can freely ignore this force (unless you are a

physicist).

8

# 3 – The E-M Force

9

Mother Nature’s E-M Force

1. GravityForce

Strength=1

Range=∞

2. WeakForce

Strength~1025

Range~10–17M

3. E–MForce

Strength~1036

Range=∞

Many manifestations in ordinary life.

10

#4 – The Strong (Nuclear) Force

11

Mother Nature’s Strong Force

1. GravityForce

Strength=1

Range=∞

2. WeakForce

Strength~1025

Range~10–17M

3. E–MForce

Strength~1036

Range=∞

4. StrongForce

Strength~1038

Range~10–15M

You can ignore this,

too.

That’s everything

Mother Nature has!

12

Teams’ and Leaders’ Fifth Force

1. GravityForce

Strength=1

Range=∞

2. WeakForce

Strength~1025

Range~10–17M

3. E–MForce

Strength~1036

Range=∞

4. StrongForce

Strength~1038

Range~10–15M

Strength~∞

Range=Human

Interaction

5. SocialContext

Man-made

Observing the Fifth Force’s Potency

Fifth Force #2 – In Action

14

The Fifth Force: Risk and Performance

Bottom Ave. Top >

Ave.<

Ave.

Explosions, failures, crashes Success, profits, performance

Team Development (Assessment) Benchmarking

Scale

HNBTP. xix

STEREOP. 54

AvionicsSystemsDivision

15

Space Shuttle Challenger – Root Cause?

Jan. 28, 1986 – A Horrible

Explosion

The (common)

FaultAttribution

Error

Carrying a small satellite

Altered Perception:Team

unconsciously required an ever

stronger technical argument to delay

than proceed.

“It is unfortunate that…these forces are

invisible and unacknowledged

.”

Why?

Diane Vaughn

In today’s language:A flawed Team Social Context put “Good

People in a Bad Place”

Launch pressure = Fifth

Force “Normalization

of Deviance”

16

Recurrent Overruns NASA

Hostility= Fifth Force

Rationalized Test Results

Hubble’s Flawed Mirror – Root Cause?

“The root cause was

a leadership

failure”Never told

NASA

“Team Social Context” was

not in the vocabulary

Launch April 24,

1990

Mis–spaced

Measuring Device,

the“Null-

corrector”

17

Confucianism in cockpits

= Fifth Force Forbidden to correct or

criticize seniors

KAL Crashing at 17X Norms!

What erroneous

assumption caused this to

persist for years?

That individual

pilot’s abilities was the problem!

Cockpit Observers

Crew Resource Management (CRM) – Interpersonal abilities

over technical knowledge/skills Safe flight restored

19

Context Performance >75% of the Time

“Asch Experiment,

”One-Third answered incorrectly

Tokyo Train, 2005,106

Dead

Tenerife Island, 1977,

583 Dead

Bill Gates

IndustrialRevolution

Context (environment)

drives performance >70% of the

timeThroughout

history, context has driven

wealth (and fame)

20

Hubble Servicing Mission’s Context

Hubble has operated more than 20 years with 10,000 publications!

Bottom Ave. Top >

Ave.<

Ave.

“There are no great men – just great challenges that ordinary men, out of necessity, are forced by

circumstances to meet.”– Admiral Bill Halsey

“Seeing” Invisible Fields

First, we need to make this “Invisible” Field visible.

Diane Vaughan (Challenger), “It is unfortunate…that these forces are invisible

and unacknowledged.”

Fifth Force #3 – Behaviors & Contexts

22

Contexts BehaviorsWould you modify your behaviors in each of these

contexts:

Giving / receiving a marriage proposal?

Fiancé's family

dinner?

Bachelor / bachelorette party?

Hijacked on honeymoon

?

23

Making Invisible Force Fields Visible

How might you measure

invisible Social Contexts?

Measure Team’s and Individual’s Behaviors

Observe the field w/tracer

particles

How might you observe invisible magnetic fields?

Social context’s invisible fields drive behaviors

(Previous slide)

24

Alignment & Leadership Development

To efficiently align ferromagnetic particles, would you?

Or

Use tweezers? Use a field?

The parallels to leader development are surely obvious.

Note: A team is a group of people, under a leader’s influence, interacting sufficiently to develop common

behavioral norms.

25

Which Behaviors to Measure?

Intuited

Emotional Logical

Sensed

DecidingInformation

“The right coordinate system turns an impossible problem into two

really hard ones.” – Undergraduate physics.

Dilbert

26

Universal human needs underlie every 4–D process.

4–D dashboards are operating in 75 countries.

“Visioning” – We all

need hopeful futures

“Cultivating” – We all

need to feel appreciated

“Directing” – We all need the ability to succeed

“Including” – We all need to feel that we belong

The Four “Dimensions” ≡ Human Needs

Intuited

Emotional Logical

Sensed

London France Malaysia SOEs-China

27

Physiological Needs:Air, water, sleep, food, warmth

Emotional Need #1:Feeling safe

Emotional Need #2:Feeling valued

Emotional Need #3:Feeling Included

Logical Need #1:Realistic, Hopeful Future

Logical Need #2:Meet Accountability Expectations

Human Needs Hierarchy

Self-ActualizationRealizing One’s Potential in Work and Life

28

4 (of 8) Behaviors Contexts

“Magical”SolutionsAppear

100% Commitmentto Outcome

Clear and Achievable

Expectations

Clarifying Roles, Accountability

& Authority

ExpressingAuthentic

Appreciation

MutualRespect w/OpenCommunications

Authenticityand Efficiency, Absent Anger

AppropriatelyIncluding

Others

29

Alignment & Leadership Development

To efficiently align ferromagnetic particles, would you?

Or

Use tweezers? Use a field?

The parallels to leader development are surely obvious.

Note: A team is a group of people, under a leader’s influence, interacting sufficiently to develop common

behavioral norms.

Team Development (Assessments)

Enhance the Fifth ForceMeasure (Benchmark) Performance

Fifth Force #4 – Assessments & How They Work

31

Average Performance Enhancement/TDA

BottomQuintile

< Ave.Quintile

AverageQuintile

> Ave.Quintile

TopQuintile

53% 66% 70% 75%

66% 71% 76% 80%

72% 75% 79% 83%

77% 81%

84% 90%

All 198 teams with multiple assessments (2008)

~4% Enhancement / TDA cycle

+7%/TDA

+5%/TDA

+4%/TDA

+2%/TDA

+2%/TDA

How Team Development (Assessments) Work

33

On–line Segment

Behavioral Norms

Rationale for Your Choices

Why Each Behavior Matters

Numerical Scores

The“Standard”(Criterion)

CaseStudies

What “good”Looks like

34

TDA Report – Team Self-Development

Team Leaders discuss report with members and direct three actions: 1. Schedule re-assessment2. Decide workshop or

modules3. Assign behavior-specific

actions

Responsible Action Due

Smith, John Develop andImplement our Appreciation Enhancement

System

6/28/2012

Bottom Ave. Top >

Ave.<

Ave.

57%

68%

72%

81%

6/07

9/07

4/08

6/09

Real “ABC” Team DataIndividual’s Perceptions

Relatively low scoring behaviors are candidates for action items

Addressing Shared Interests Being Outcome Committed

Appropriately Including Others

Keeping All Agreements

Resisting Blaming or Complaining

Clarifying Roles, Accountability and Authority

Most Recent Previous Assessment Current Assessment

Expressing Authentic Appreciation Expressing Reality -based Optimism

35

Some (Typical) Case Studies

We “saved” Teams, just-in-timeDiving Catches?

Fifth Force #5 – Case Studies

HNBTP. xix

STEREOP. 54

AvionicsSystemsDivision

36

You (+ charge)

# 1 – Context-shifting Restored Profit

My customer relationshi

p is broken

Charlie, I am in real trouble

We need a 4-D

Workshop, but they

won’t attend

## - This isn’t

about changing

them

Rather, you

changing you!

Them (+ charge)

37

You Them

Charlie, I am in real trouble

My customer relationshi

p is broken

We need a 4-D

Workshop, but they

won’t attend

## - This isn’t

about changing

them

Rather, you

changing you!

Change yourself from a

“proton” to a “neutron”

# 1 – Context-shifting Restored Profit

38

Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave.

Context-shifting Restored Profit

1. Team Developmen

t (Assessment), as always

2. Three-day

Workshop (~24

participants)

Good to Go

Shift Story-lines Manage Emotions

Express Appreciation

Shared Interests

3. CSW & Re-Team

Development

(Assessment)

What you can Authentically Appreciateabout the other party, or your mutual (difficult) Situation?

Which Emotions (and group) are you experiencing?

What Shared Interests can youidentify by asking, “What do they

want that I can want for them also?”

Reaching broadly, whom (person or organization) should you Include to

garner support and avoid stimulating anger.

What explicit or implicit Agreementshave you broken that could affect others’

perception of your trustworthiness?

What Unpleasant Reality must youacknowledge and what Optimistic

Outcomecan you now imagine realizing?

How Committed are you to realizing your Outcome– if less than 100%,how can you enhance your commitment?

How can you reduce Victims’ helplessness;Rescuers’ weariness, Rationalizers’ anxiety, or Blamers’ (deadly) anger?

Have you clarified and communicated your Roles, Accountability, and

Authority to all involved?

What Green Story–linessupport behaviorsthat take you to your Outcome? (Response–able)

What Red Story–lines support behaviorsthat take you away from Outcome? (Blamer, Victim)

What Outcome are you 100% Committed to realizing? (Think expansively)

What Situation do you want to resolve – involving people, performance, competition, etc.?

Actions & 4–D Requestsyou will now take/make and are these sufficient?

Which Emotions (and group) must you now express?

39

Context-shifting Restored Profit

Bottom Ave. Top >

Ave.<

Ave.

Then, recurrent TDAs sustained performance & profit for years

Takeaways: Aligned 4-D Processes (Assessments,

Workshop & CSW) restored profit and saved the Program Manager’s

job.

40

# 2 – STEREO Project

Charlie, “Stereo” is in real trouble

Conflict across the

two implementing organizations

HQ is threating cancellation of

this $500M Project

1. Team Developmen

t (Assessments) for each

org.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

NASA/Goddard JHU/APL

“Sins” = Inexperienced Leadership; Broken RAAs;…

41

STEREO Performance Moves to Top

2. Three-day

Workshop (~12

leaders each side)

Shift Story-lines Manage Emotions

Express Appreciation

Shared Interests

+ 0.5 years+ 1.0 years+ 1.5 years+ 2.0 years+ 2.5 years+ 3.0 years

+ 3.5 years (and beyond)

Bottom Ave. Top >

Ave.<

Ave.Bottom Ave. Top >

Ave.<

Ave.

JHU/APLNASA/Goddard

3. Dual Team Development (Assessments) every ~6 months

42

STEREO Becomes a Model Project

The Stereo Project Manager: “We went from being the butt of ugly jokes to being a model of managerial excellence

thanks to the 4-D System.”

The Stereo Deputy Project Manager: “It was amazing, to watch our performance, and our customer’s perspective, track right

along with our 4-D assessment scores.”

43

# 3 – Avionics Systems Division

About 150 people

organized into 10 teams

We must perform to save the program

TopLeaders (2)

8 People 16 People

18 People 13 People 9 People 14 People

11 People 15 People 13 People 16 People

1. Formed a

“Leadership Team”

Top leaders plus the

leaders of all the sub-teams

They understood that

people mimic their leaders’

behaviors

44

4- D Processes Applied

Shift Story-lines Manage Emotions

Express Appreciation

Shared Interests

- Leadership team shared all their TDA Results

- All shared TDA actions - Many were the same

2. TDAs for “lead” &

10 working teams

~24 Person “Leadership Team” Bottom Ave. Top

> Ave.

<Ave.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

. . .

. . .

10 TeamsAll

‘teams” Scored in

lower quintiles

They met every 6 months to

discuss issues and TDA

results/actions

3. Three-day

“leadership team”

Workshop

45

Long-term Performance Enhancement

All team scores (like Stereo) moved up together. After two- years, all teams were in the top-quintile.Years later, they continue periodic TDAs to

maintain top-quintile performance.

~24 Person “Leadership Team” Bottom Ave. Top

> Ave.

<Ave.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave. Bottom Ave. Top >

Ave.<

Ave.

. . .

.

10 Teams

Fifth Force #6 – Common Assessment Mistakes

Common TDA Structural Errors

47

Top Leaders (2)

8 People 16 People

Mistake – TDA Crosses Multiple Teams

Mixed Results No Action Focus Blaming Others?

A single Multi-team

TDA

48

Top Leaders (2)

8 People 16 People

The Best Method – Three TDAs

Segregated Results Action Focus No Blaming

TDAs for each Team

TDA for pseudo

“leadership team”

Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave.

Bottom Ave. Top >

Ave.<

Ave.

49

Mistake – TDAs

“I want a TDA to

improve teamwork.

”“New 4-D provider

set’s up and briefs TDA

report.”

They were not a “team; they were geographically diverse entrepreneurs w/

little contact

Instead, (coordinated) IDAs for

allInvite all

knowledgeable colleagues

to participate All share resulting

ideas/actions

Share their benchmarks with

trusted others

Better – IDAs

50

Now, Proceed with your TDA?

With your team members’ e-mail addresses in the

dashboard, we launch your TDA

Educate

Bottom Ave. Top >

Ave.<

Ave.

Benchmark

?

Boost

~15 Minutes on-line

~90 Minutes to process the TDA Report

Fifth Force #7 – Closure

Closure

Never doubt that a small group of thoughtful, committed citizens can

change the world.Indeed, it’s the only thing that ever has.

– Margaret Mead, Anthropologist

Visit www.NASATeambuilding.com for resources

System4-D

Three-day Workshops

Fifth Force #8 – Workshops

Diagnostics/processes teams can only do as a group

53

4-D Processes Plus Your Content

4–D Systems Processe

s

Your (Expertise) Content

+

High-Performance Context

54

InnatePersonality Culture Project Mindset

Three Team-Level Fifth Force Diagnostics

4–D Systems Processe

s

Your (Expertise) Content

3 Diagnostics

55

4–D Systems Processe

s

Your (Expertise) Content

3 Diagnostics

Story-lines

Emotions

The Core of Leadership

Mindset (Attitude)

56

4–D Systems Processe

s

Your (Expertise) Content

3 Diagnostics

Eight Behavior

s

Story-lines

Emotions

Eight Behaviors

Eight Context-setting Behaviors

57

4–D Systems Processe

s

Your (Expertise) Content

3 Diagnostics

Eight Behavior

s Context Shifting

Worksheet

Story-lines

Emotions

Processing your Fifth Force Elephants

58

4–D Systems Processe

s

Your (Expertise) Content

3 Diagnostics

Eight Behavior

s

Habitual Story-lines

Story-lines

Emotions

Missed Opportunity

Spending Your Time Wisely

Return on Investment (ROI)

Fifth Force #9 – ROI

60

What ROI Would you Want?E.G., for your savings?

110% per year? – 10% interest on your money?

200% per year? – Double your money every year?

Can you imagine a return of thousands of percent?

61

A ~240 Person Model Program

Top Leaders (2)

20 People 20 People 20 People 20 People

20 People 20 People 20 People 20 People

20 People 20 People 20 People 20 People

62

Optimal Deployment of 4-D Processes

5: DIRECTING DIMENSION Any Drama-states you need to process and exit?

Any unclear Roles, Accountability, or Authority statements or processes?

1: DEFINE THE PROBLEM/SITUATION:•Situation you want to resolve:_______________________________________________________________________________________•Outcome you are committed to realizing: __________________________________________________________________________•Your “Red”limiting Story-lines:______________________________________________________________________________________•Your “Green” empowering Story-lines: ______________________________________________________________________________•Your experience & expression of emotions: _________________________________________________________________________

Context Shifting Worksheet (“CSW”)

3: INCLUDING DIMENSION Who needs to feel included, and how can you ensure this?

What implicit or explicit agreements have you broken that you must now process?

2: CULTIVATING DIMENSION Who needs to feel appreciated, and how can you ensure this?

What do they want that you can want for them also?

4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want?

How Committed (in %) are you to realizing the above Outcome?

Specific Actions/Requests you will now take/make: ______________________________________________________________________________________________________________________________________________________Are these adequate? ______

IDAs with Coaching & CSW

Monthly Coaching for Team Leaders w/IDAs every 6

= $70,000

How NASA Builds Teams

(Wiley, 2009

All 242 people @ $20 = $5,000

TDAs with Consulting

65 TDAs (5 for each of 13 teams) @ $1,000

each = $65,000

BottomQuintile

< Ave.Quintile

AverageQuintile

Teams , First and Following Percentile Ranks

> Ave.Quintile

TopQuintile

53% 66% 70% 75%

66% 71% 76% 80%

72% 75% 79% 83%

77% 81%

84% 90%

One Three–day WS for the Team Leaders & WS Modules for all Teams, 2

x per year= $90,000

63

Marshall

All NASA

Average First TDA Scores by Year

60%

65%

70%

75%

80%

85%

2003 2004 2005 2006 2007 2008

MSFC

All NASA

Marshall

All NASA

Average First TDA Scores by Year

60%

65%

70%

75%

80%

85%

2003 2004 2005 2006 2007 2008

MSFC

All NASA

Quantitative Evidence of Culture Change

Then, TDAs sustain the

12% benefit, >> ROI

Benefits (~$750K/month) & ROI

Salaries for 242 people x 2 years @ $125K (with

overhead)= $144,000,000

Savings per 6

months

First3%

Next6%

Next9%

Next12%

6% of $144M=

$18,000,000

ROI = 8,000%

Investment= $220,000

Quantitative Culture Change

Fifth Force #10 – Culture Change

65

Quantitative Culture Change (1)

~10% of NASA

engaged

~20% of MSFC

engaged

Average NASA First TDA Scores per Year

63%66%

71%69%

73%

76%

50%

55%

60%

65%

70%

75%

80%

85%

90%

2003 2004 2005 2006 2007 2008

Average NASA First TDA scores up ~10%

Correlation is not causality. Is there another test?Annual increase in first team assessments ~participation!

Average MSFC First TDA Scores per Year

61%

65%

73%71%

86%

80%

50%

55%

60%

65%

70%

75%

80%

85%

90%

2003 2004 2005 2006 2007 2008

Ave MSFC First TDA scores up ~20%

66

Marshall

All NASA

Average First TDA Scores by Year

60%

65%

70%

75%

80%

85%

2003 2004 2005 2006 2007 2008

MSFC

All NASA

Marshall

All NASA

Average First TDA Scores by Year

60%

65%

70%

75%

80%

85%

2003 2004 2005 2006 2007 2008

MSFC

All NASA

Quantitative Culture Change (2)

Quantitative Evidence of Culture Change

The data suggest organization–wide cultural improvement proportional to your 4–D engagement

20% Engagement yields20% Improvement

10% Engagement yields10% Improvement

Extra Slides

Fifth Force #11 – Extra Slides

68

Innate Personalities Cultures Project Mindset

Mindsets (Attitudes) Behavioral Norms Unacknowledged Realities

Six Fifth Force “Sub-Systems”

69

The Power of Repetition

Habituatingthe

Times–table

Habituatingthe EightBehaviors

TheRefrain

Beethoven’sFifth

Symphony

70

Histogram of Team’s Scores

50% 100%300 teams’ first assessment scores

(Notional process)

Fitted a curve

Bottom Ave. Top >

Ave.<

Ave.

Divided into 5 equal–area quintiles

Quintiles

71

Two (Contrasting) Team Social Contexts

Bottom Ave. Top >

Ave.<

Ave.

Victims/Blamers& Disorganized

Blind Optimism & Low Commitment

Unappreciated& Conflict Reigns

Feel Excluded & Low Trustworthiness

No Drama & Clear Accountability

Grounded Optimism& 100% Commitment

Mutual Respect& Collaboration

Feel Included &High Trustworthiness

Quintiles

The context you live your life in is your choice.

72

49 101177

284

561

824

1,116

1,345

1,561

1,824

0

1000

2000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Evidence Performance ≡TDA Scores1. “Face Validity” – “Bottom” and “Top” TDA teams in prior slide2. Anecdotal evidence – Read How NASA Builds Teams 3. Voluntary participation by NASA teams (2003–2011)

Skeptical? Try a 15–minute on–line TDA, and see for yourself.

73

Choosing Behaviors to Measure & Manage

AddressingShared

Interests

ExpressingReality–based

Optimism

Being 100%

Committed

ResistingBlaming &

Complaining

Clarifying Roles, Accountability

& Authority

ExpressesAuthentic

Appreciation

Appropriately Including

Others

Keeping All Your

Agreements

Our eight behaviors (behavioral norms for teams) are: – Grounded in core needs by the four Dimensions (2 / Dimension) – Supported by broad research e.g. Gallup’s “Leading Indicators…” – Confirmed by experience – ours and our clients (>1,000 teams) – Learned & habituated with (experiential) learning materials – Reinforced by positive results (feedback) – The most precise Team Social Context measurement possible

74

Resources at www.4-DSystems.com

Three–day Workshops &Workshop Modules

How NASA Builds Teams

(Wiley, 2009Japan Taiwan Korea China RussiaBulgaria Czech

TDAs with Consulting

BottomQuintile

< Ave.Quintile

AverageQuintile

Teams , First and Following Percentile Ranks

> Ave.Quintile

TopQuintile

53% 66% 70% 75%

66% 71% 76% 80%

72% 75% 79% 83%

77% 81%

84% 90%

5: DIRECTING DIMENSION Any Drama-states you need to process and exit?

Any unclear Roles, Accountability, or Authority statements or processes?

1: DEFINE THE PROBLEM/SITUATION:•Situation you want to resolve:_______________________________________________________________________________________•Outcome you are committed to realizing: __________________________________________________________________________•Your “Red”limiting Story-lines:______________________________________________________________________________________•Your “Green” empowering Story-lines: ______________________________________________________________________________•Your experience & expression of emotions: _________________________________________________________________________

Context Shifting Worksheet (“CSW”)

3: INCLUDING DIMENSION Who needs to feel included, and how can you ensure this?

What implicit or explicit agreements have you broken that you must now process?

2: CULTIVATING DIMENSION Who needs to feel appreciated, and how can you ensure this?

What do they want that you can want for them also?

4: VISIONING DIMENSION What uncomfortable reality must you confront to create the Outcome you want?

How Committed (in %) are you to realizing the above Outcome?

Specific Actions/Requests you will now take/make: ______________________________________________________________________________________________________________________________________________________Are these adequate? ______

IDAs with Coaching & CSW

Authentic Appreciation

The single most important habit to enhance performance, reduce risk, and enhance (save?)

your marriage and other relationships.

ExpressingAuthentic

Appreciation

Context of Mutual Respect &

Open Communications

Fifth Force #12 – Appreciation

76

Unmet Needs at Work

“70% report receiving no praise or recognition in the workplace.”

— Gallup

“64% of those who leave their jobs say it’s because they didn’t feel appreciated.”

— US Department of Labor

70 percent hate going to work, or have mentally checked out, roaming

the halls spreading discontent — Gallup

77

What People Most Want at Work

About 20% of the workers are giving all

they can

Another 20% don’t want to give more

The middle 60% say “They would give more to their work

if there were more in it for them.”

What is the “more” they want?They want to feel appreciated.

Will this take more time?

78

How do you name

appreciating bosses?

Appreciating Bosses?

Departing CEO’s of Fortune 500 companies cite lack of appreciation as

the primary reason for leaving their jobs. — News Report

As one moves up in the organization, are their (emotional) needs for

appreciation more, or less likely to be met?

79

Obstacles to Appreciation

Bart Simpson’s dinner blessing: “Dear God, we paid for all this stuff ourselves, so thanks for nothing.”

80

Living in the Mindset of Gratitude

“A thankful heart is not only the greatest virtue, but the parent of

all other virtues. “ — Cicero

“I maintain that thanks are the highest form of thought, and that gratitude is happiness

doubled by wonder.” — G. K. Chesterton

“We are all heirs and heiresses to a society of freedom and plenty that

most of us did absolutely nothing to earn.” — Ben Stein

81

Step 1 - Speaking Your Gratitude

Prepare to stand up and speak what you are grateful for about…

Wait! Do not express Appreciation for an

individual now. That is the next step.

Now, say, “I am grateful for…” (e.g. the opportunity to work with

people as motivated and dedicated as you)

Can any of us choose to live our life seeing the glass as half empty, or

half full?

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Preparing to Appreciate (1)

Standing, if they are in the room, look them in

the eye

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Expressing Your Appreciation (2)

Speak directly to them saying “(Name), I

appreciate you for…”

If they are not present, tell the group what you appreciate about this

person

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Completing the Process (3)

If they are not present, finish with “And, I’ll tell them as soon as I see

them.”

The process completes when they look you in the eye, and say, “Thank

You”

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3) Completion: The process completes when they look you in the eye, and say,

“Thank You”

1) Preparation: Standing, if they are in the room, look them in the eye

Appreciation Process – Let’s Do It

2) Appreciate: Speak directly to them saying

“(Name), I appreciate you for…”

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Decide to Live “HAPPS” Appreciation

Promptly – The sooner, the better

Specifically – The more specific, the better

Habitually – Habits are your personal bureaucracy

Authentically – Decide to live in the mindset of

gratitude

Proportionally – Appreciate proportional to their

contribution

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Appreciate People in Your Life Now!

Many words were spoken into the ears of the dead that they yearned to have heard while they were alive.

Tonight, begin habitual appreciation before it is too late.

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Takeaways – Appreciation

Commit to living in Gratitude (Mindset), and habitually Expressing Authentic Appreciation (Behavior):

Because this can sustain a Fifth Force (Social Context) of:

• Good feelings;• Open communications;• High performance; • Enhanced Health; • While meeting our universal need to “feel

appreciated.”

Comments or Questions before we proceed?